Doing the Right (Organizational) Thing

By Marlene Caroselli

"Business" and "crisis" seem to be synonymous terms of late. Each day, it seems, headlines give Americans yet another reason to loose faith in capitalism, while televised images of CEO's being led off in handcuffs cause yet another crack in our collective confidence.

So common is the breach of ethics by individuals and organizations in whom we have placed our soon-to-be-jaded trust that our language is creating new words to express our common revulsion: "executake" is now bandied about in lieu of "executive." And, "institutional betrayal" denotes the destruction of faith that we once placed, without question, in organizations such as police forces, schools, churches and bureaucratic organizations. As a nation, we are in the midst of an identity crisis, redefining the rules that once governed us individually and collectively.

Can you legislate morality?

There are those who believe rules cannot make someone moral- a person is either ethical or not. To be sure, no course, no book, no training activity can convert an unethical person into an ethical one. Ethics cannot be taught. And yet, living as we do in an Age of Paradox, it's also true that:

* People may be engaged in activities they don't realize are unethical or illegal.
* Discussion and thought can create a cognitive dissonance that may lead to behavioral improvements.
* Serious events can prompt serious shifts in perspective and action alike.
* One person can serve as a powerful force to offset the inertia born of longstanding, unquestioned practices.
* Knowledge of consequences - legal and otherwise - can help others "do the right thing."

How do you set an ethical tone?

Two basic questions precede the asking questions that will lead to the formation of ethical guidelines so people can do the right thing: Can we agree that we need a code of ethics? If the answer is "yes." Then the next question is: Are you willing to develop that code?

The macrocosmic code of ethics parallels the microcosmic set of ground rules that governs team meetings. Based on integrity, honor and respect, the code clearly stipulates what is proper and what will not be tolerated in various circumstances. For many, a gauge of sorts is useful. A number of these are available or can easily be created, gauges that will assist in the decision-making that confronts us on a daily basis. For example, in 1932, businessman Herbert J. Taylor, developed a 4-way test for evaluating our intended actions:

Is it the truth?
Is it fair to all concerned?
Will it build goodwill and better friendships?
Will it be beneficial to all concerned?

In keeping with such interrogative introspections, these are but a few of the additional questions that can be raised to from the framework within which integrity can drive influence.

Could this harm us in any way?
Could it harm others?
Is it legal?
Does it feel wrong?
If the customer could see us doing this, would he/she be willing to pay for it?
Would I still do this if news of it were broadcast in the news?
Would we be proud to do this with our families watching?
Who will be the primary beneficiary of this action? The secondary beneficiary?
Are there safety/union/OSHA issues we may have overlooked?
What actions would constitute violations of ethical conduct?
What are the consequences of violations?
In what ways might we be, even unknowingly, pressuring others to act unethically?
How do we maintain quality when we have to do more with less?
In different circumstances (transculturally, for example), how might our tolerance-limits shift?
Should we consider creating hotlines or an ombudsman position?
How and how often should the code be disseminated?
What complex or confusing situations might make our ethical guidelines murky in the eyes of some?
What could cause confidence to be shattered?
Does this action advance our mission?
Is it keeping with our values?
Would we be proud to say afterwards that we were a part of this action?
What assurances could we give regarding possible outcomes?
Could we be rewarding unethical behavior in any way?
What could we point to in the past that shows we have an ethical track record?
What ethical messages are we sending or failing to send to others?
Do people know what to do or who to turn to if they have ethical concerns about ethical conduct?
If we could develop an intranet message regarding integrity, what would we say?

Have you gone a whole week without being "disobedient"?

Ideally, training exercises and essays by leading ethicists will, at the very least, affirm the rightness of conducting business as you do. Further, they can give you much food for thought -"food" that you will, we hope, invite others to share. If you work for an organization or individual who is less than honorable, training can give you the courage to speak up about unethical practices that may be going on. (Witness the courage of whistleblowers Sherron Watkins, vice president of Enron Corporation or Coleen Rowley of the Minneapolis Office of the FBI. They evince the wisdom of Tom Peters' exhortation, "If you have gone a whole week without being disobedient, you are doing yourself and your organization a disservice.")

If you are one of those rare individuals who are contemplating or engaged in a less-than-proper practices, such training just might help you mend your ways. While knowing the legal consequences of your actions may frighten you, they may also assure you that there is time and reason to "do the right thing."

Above all, it is hoped that discussion and involvement with thought-provocative exercises will create a climate in which existing practices and policies can be examined. In time, the examination should lead to an improved moral climate, a climate that enables employees to do the right things and applauds them for doing so.

Dr. Marlene Caroselli is a corporate trainer, keynoter, writer and author of Business Ethics - 50 Activities for Promoting Integrity Within the Organization a new book now available from HRD Press 800-338-8793 or www.HRDPress.com. She can be reached at mccpd@aol.com